跳至主要内容

《Becoming Steve Jobs》Chapter 6 Bill Gates Pays a Visit

 

  • Steve had only recently purchased the house. Neither he nor Laurene was interested in raising a family in a rambling, crumbling mansion isolated in the hills of Woodside. They wanted their children to grow up in a more central location, and Old Palo Alto, as the neighborhood was known, was quiet, shady, and within walking distance of schools and downtown. Also, Steve’s first child, Lisa—now a teenager—lived nearby with her mother.
    给小孩子的家,是更加市中心,更加有社区人气的地方

  • This was the first of many visits I would make over the next ten years, and Steve made a point of having me, the photographer George Lange, and his assistant come to this kitchen door, which was indeed standing wide open on this warm day. The guest of honor apparently didn’t get the word to use this entrance, or else he simply forgot. He arrived about fifteen minutes after the appointed time, and used the big knocker on the front door to let us know he had arrived. Steve and I went to greet him, and Bill Gates waved to the driver of his black limo to leave. We all shook hands and went inside.

  • The house was a fraction of the size of the Jackling Mansion in Woodside, and just as sparsely furnished, at least at that point. The living room had a half dozen or so framed prints by Ansel Adams leaning against the walls, yet to be hung.
    原来乔布斯当年还喜欢Ansel Adams,赶紧看看,是何号人物

  • I had arranged the meeting as the key element of a package of cover stories in Fortune to commemorate the tenth anniversary of IBM’s shipment of its first PC, and to contemplate the future of the young industry. It had been relatively easy to get Bill to buy in to the idea of the interview. Indeed, he was willing to interrupt a beach vacation with his friend Ann Winblad, a fellow coder from Minnesota, who was now a venture capitalist. Like Bill, she too enjoyed taking a stack of thick books along so they could read and discuss them. Bill had begun dating Melinda French, his future wife, several years before, but even after their romance blossomed, he let her know that he planned to continue to take his “think week” vacations with Winblad.
    也很难理解Gate的行为

  • Steve, on the other hand, had played hard to get. Unlike Gates, he insisted on setting certain parameters for the get-together, primarily that it occur on his turf. Bill would have to come to his house in Palo Alto, and only on this particular Sunday. The interview violated what had become Steve’s basic criteria for publicity—he would only put himself out for stories that promoted his company’s products. If I was going to get this kind of exclusive, unfettered access on an occasion where he had nothing to sell, it was damn well going to be on his terms.

  • Fortune was right to recognize them as cofounders of the PC revolution, but in 1991 it would have been a stretch to predict that these same two men would shape the industry for yet another two decades. But that’s how it turned out: for thirty-five years, from the creation of the Apple II until Steve’s death in 2011, their differing philosophies helped determine the design and purpose and marketing of everything from smartphones and iPods, to the cheapest laptops and desktop machines, to the massive mainframe computers that drove the productivity of Fortune 500 companies.

  • Quite simply, Steve’s career had been spiraling downward, while Bill’s was soaring to unseen levels. One simple proof of Bill’s rising power: For this interview reviewing the decade since the shipment of the first IBM PC, Fortune hadn’t even considered inviting someone from IBM. That’s because Gates had neutered Big Blue even before the company manufactured its first personal computer, when he convinced them to license his operating system, MS-DOS, without an exclusivity clause. That brilliant gambit meant that by 1991 it was Gates, not IBM, who held the keys to the industry’s future.

  • Bill’s end run around IBM hinged on the fact that he had understood something IBM had not: that the software IBM was looking for—that is, an operating system—held the potential to be a cornerstone of the entire computer industry. An operating system manages the flow of data within a computer, and gives programmers access to its hardwired information-processing capabilities. It is the crucial intermediary between the programmer who has a task he wants to accomplish and the semiconductor chips and circuitry that can make that happen. What Bill realized, and no one else saw, was that a standardized operating system could ultimately have enormous benefit for the industry, and therefore enormous strategic potential for its steward.
    操作系统,是计算工业的明珠
    那么AI时代的明珠,在哪里?

  • Gates, on the other hand, readily licensed his operating system to other manufacturers, who promptly started beating IBM at its own game. The new entrants, like Compaq and Dell and Gateway, were lean and aggressive companies that could take the two standard pieces of the IBM PC—Microsoft’s MS-DOS and Intel’s microprocessor chips—and produce clones that were faster, more innovative machines than those coming out of hidebound Big Blue. It was Compaq, for example, not IBM, that introduced the whole concept of a portable PC, opening up an important new slice of the market. Gates encouraged the clone manufacturers, licensing MS-DOS to them under the same terms he gave IBM.
    下游电脑制造商,都在给微软打工
    内置微软操作系统后,微软在商业、企业里的地位,更加稳固了,毕竟谁能比操作系统制造商自己更熟悉自己平台呢

  • By 1991, Bill Gates’s operating systems were on 90 percent of all the PCs in the world. And the company that owned the other 10 percent? Well, that was Apple, which was becoming less relevant, less innovative, and less important year after year.
    坐等乔帮主逆袭

  • In 1990, Gates had bundled all his productivity applications into a package called Microsoft Office.
    原来捆绑销售,是在90年代发生的

  • Back then, Jobs was the rich face of the computer industry, his stake in the company he founded worth $256 million immediately after its IPO. When Microsoft went public in March 1986, Gates’s 45 percent in equity was worth $350 million. By the time of our interview, he had become the world’s youngest billionaire. Steve’s bank account, meanwhile, had plummeted while he scoured around unsuccessfully for another great new product.
    在追求伟大产品的路上,让自己变成了穷光蛋

  • Gates was trying to execute a plan to make Windows ubiquitous, running on anything that could compute, and he lived in constant paranoia of leaving weak spots that would allow a competitor to pierce the shell he’d built around the industry.
    确实,从内部邮件里,也能看出来,Gates非常在意竞争,非常关注新技术可能带来的颠覆

  • Bill, with some justification, always thought he was the smartest guy in the room. He was willing to explain his rationale for a decision once, but pity those who needed a second recitation

  • Steve cast Bill as a philistine with zero aesthetic sense and little originality. It was a view he’d hold throughout his life. Bill, he told me repeatedly, knew no other solution than throwing money and people at a problem, which was why Microsoft’s software was so convoluted and mediocre. (Steve conveniently ignored his own spendthrift ways at NeXT.) Bill bluntly painted Steve as a loser who had fallen from importance because of his own stupid decisions. He was relentless about NeXT’s insignificance. Later in the 1990s, when Jobs supported the Department of Justice’s effort to rein in the Microsoft monopoly, Gates repeatedly threw Steve in with the vast set of “losers” who “whined” about what he saw as his company’s deserved success.
    零美感毫无品味,哈哈哈,真是

  • But that Sunday in July they behaved themselves, with little friction and no open acknowledgment of the obvious disparity in their wealth and power. Steve was too proud to concede Bill’s preeminence. Bill was too well-behaved to gloat over Steve’s current woes. They accorded one another a certain level of respect. They understood each other’s strengths. With nothing at stake and the country’s leading business magazine there to pat them on the back, none of the negative sentiments flared.

  • After Bill attacked John Sculley for wanting to license Apple’s operating system so other manufacturers could create Apple clones, Steve got a shot in at both Sculley and Gates. “I’m not interested in building a PC,” Steve said, criticizing the standardization that Bill had promulgated. “Tens of millions of people needlessly use a computer that is far less good than it should be.”
    对微软的平庸感受到愤怒

  • Bill was the steadier and more consistent of the two. His vision of the history of the industry was as assured as his sense of where it would go. “I wrote down in 1975, when I started the company,” he explained, casting his extraordinary foresight as nothing more than a simple vocalization of what should have been obvious to everyone, “that there were two focuses of technology in terms of building computers. One was chips, the other was software.” He went on to add, “My approach to the PC market has been the same from the beginning. The goals of Microsoft to create the standards for that machine have been the same from day one.” He didn’t apologize for any aspect of Microsoft’s success. He wouldn’t outright acknowledge its near monopoly, but he argued forcefully that standardization around his operating system and Intel’s chips benefited everyone. “Now the latest chip technology passes through to the consumer so fast and so efficiently,” he said. “When Intel comes up with a new microprocessor chip, a few weeks later two hundred PC companies have come up with a machine, and you can drive out to the computer warehouse and buy a machine. It’s the same if you take software. Because the volumes are so immense, incredible software that’s ten times as good as anything that was out even five years ago is available for essentially the same price. Even in strange categories you can choose from so much software.”
    非常深刻的理解,还是在1975年哦
    AI时代,谁能把握这样的理解,谁就能统治下几个Decades
    PC时代,盖茨认为的核心技术是2个:1)芯片;2)软件/操作系统
    他认为芯片与操作系统的统一/标准化,能增大出货量的同时,降低人均成本,有利于更多人用上技术,在某些程度上,我承认他是对的

  • Given his uncertain position at the time, it wasn’t surprising that Steve was the more volatile participant. He was willing to admit a few mistakes, even allowing that Bill was correct in saying that Apple should have taken the IBM PC more seriously. Then he took that thought further. “The singular event that defined Apple’s place in the industry in the 1980s was actually not the Macintosh,” he announced. “That was a positive event. The negative event that defined Apple’s place was the Apple III. It was the first example I’d seen in my career of a product taking on a life of its own and developing way beyond what was necessary to satisfy customer demand. The project took eighteen months more than we’d planned and was overdesigned and cost a little too much. It’s interesting to speculate what would’ve happened if the Apple III had come out right, as a lean, mean upgrade to the Apple II that offered incremental features that made it more suitable for business. [Instead,] Apple left a real hole.” Later, he made clear that much of the blame could be laid at his feet: “One of the reasons that the Apple III had problems was that I grabbed some of the best people from that project to do research on how to turn what I saw at Xerox [PARC] into reality.”
    好难得的反省,深深学习!用作者的话说就是It was a fascinating admission.
    这篇报道的对话原文,值得好好学习下

  • It was a fascinating admission. Steve was never much for looking back at his own mistakes, and yet during this very public conversation with a friend whom everyone but Jobs now acknowledged as the leader of the computer industry, he was downright contrite. Later in the conversation, he even pulled out a story he’d ripped from the pages of Newsweek to make sure that Bill wasn’t offended by the author’s claim that Steve was no longer his friend. “I tore this out and I was going to call you before I knew we were getting together,” he said, brandishing the page like a trial attorney. “This is not true at all, and I have no idea where they got that.”

  • Bill wasn’t obsessed with the revolutionary. He knew that there was a place for breakthrough technologies, and that the nature of the tech business—indeed, human nature itself—guaranteed that such milestones would arise. But over the course of the interview he made clear that what was closer to his heart was the pain that such disruptions caused the corporate customers of his software. “All I want is a car that will run on the current streets,” he explained. “I’m on this evolutionary path.” The huge investments corporate America had started to make in personal computers and in the critical applications it used to run operations “make for some very unusual dynamics,” he said. “In an Egghead Software store five years from now you’re not going to find business software for six different types of desktop computers. Personally, I would be stunned if you would find software for more than one overwhelmingly successful type of computer, and maybe a couple of others. More than three would be shocking.”
    乔布斯对盖茨的判断,真是非常准确,他本质就是个商人
    但盖茨描述的也非常对,没有一个软件开发商,能有精力同时维护三五个平台,在Mobile端,我们能看到,大部分的软件从业者,也仅仅只能维护Android与iOS两端而已,WindowsPhone毫无生存空间

  • When Steve had left Apple in 1985, the primary competition in the computer hardware business had been framed as a battle to design the best machine; whoever did that, it was assumed, would win the most customers. But six years later that wasn’t the game at all, a fact that Steve was only slowly coming to understand, in light of his difficulties with the NeXT computer. The game was now all about serving corporate customers with their millions of machines. Those companies were increasingly reliant on their PCs, which ran custom-built applications that helped them execute complicated, data-intensive operations. They needed these applications to work with every new unit. The cost of re-creating their data to fit, say, a NeXT computer that didn’t work with the Windows operating system would have been exorbitant, not just in the financial cost of reprogramming but in the opportunity cost lost to all the time required by a retrofit. It wasn’t the bells and whistles that excited these customers; in fact, they found bells and whistles kind of scary. Nope, what they needed was more power, more speed, and above all else, reliability.
    非常有insight

  • Very few people writing about this new industry in the mainstream press truly understood how personal computers had already begun to revert to institutional machines. This was mainly because it was easier for most journalists of the early 1990s to envision and get personally excited about the potential of educational software, or of managing their personal finances, or organizing their recipes in the “digital” kitchen, or imagining how amateur architects could design funky homes right on their home computers. Who wouldn’t be excited about more power in the hands of people, the computer as an extension of the brain, a “bicycle for the mind,” as Steve put it? This was the story of computing that got all the ink, and it was a story no one unfurled as well as Steve.
    那么现在的AI转化,空间计算,会从哪一头开始呢?
    我会认为,可能还是工业界开始,并不是个人消费领域

  • Bill Gates wasn’t swayed by that romance. He saw it as a naïve fantasy that missed the point of the much more sophisticated things PCs could do for people in the enterprise. A consumer market can be an enormously profitable one—put simply, there are so many more people than businesses that if you sell them the right product you can mint money. But the personal computers of that time still didn’t have enough power at a low enough price to excite the vast majority of consumers, or to change their lives in any meaningful way. The business market, however, was a different beast. The potential volume of sales represented by all those corporate desktops, in all those thousands of companies big and small, became the target of Bill Gates’s strategic brilliance and focus. Those companies paid good prices for the reliability and consistency that Windows PCs could deliver. They welcomed incremental improvement, and Bill knew how to give it to them. Steve paid lip service to it, but his heart wasn’t in it. He thrilled only to the concept of how a dramatically better computer could unlock even more potential for its user.
    非常精彩的市场/战略分析
    消费电子成功的关键,在于出货量,手机行业为1000万台,而让这么多消费者愿意掏钱的,一定是相对低价

  • This fundamental difference between the two coparents of the PC was made utterly clear by the interview. What wasn’t made clear, and what Bill didn’t even come close to revealing, was how his deep understanding of the computing needs of businesses would transform the computer business itself over the next several years, further sidelining anyone who, like Steve, chose to focus on the aesthetics and thrills of personal computers. Even though nobody recognized it at the time, Bill was about to take the personal right out of personal computing. Ironically, in so doing, he would leave an opening for Steve to fill—eventually.
    电脑不应该只是生产力工具,在企业里提高生产力
    它也可以是创意型工具

  • Microsoft did have a key partner in Intel, whose chips powered almost every machine running the Windows operating system. But the combination of Windows and a growing suite of office productivity applications gave Microsoft an entree to corporations that Intel could never match. While the steadily increasing power and speed of Intel’s chips set a rhythm of inexorable advancements for technology, Windows and Microsoft’s other software shaped the look and feel of corporate computing. By attending to every need of both the Fortune 500 and small businesses, Bill Gates was becoming technology’s king. Intel CEO Andy Grove was, somewhat to his dismay, relegated to the avuncular role of the “elder statesman.”
    虽然Intel没啥影响力,但Intel如果不思进取,还是会拖慢Windows的性能更进
    所以行业还是持续需要Apple这样的创新者,充当鲶鱼

  • Together, Gates and Grove had exploited something that Steve had ignored. Looking over the horizon, they could see that the architecture of PCs would improve so much in performance as to subsume almost every aspect of computing. In the past, high-end business machines were based on proprietary designs that didn’t benefit from the economies of scale of standardized parts. Gates and Grove knew that eventually—and it wasn’t going to take very long at all—the expensive, customized guts of engineering workstations would become juiced-up PC circuit boards, and that the same evolution would ultimately subsume business minicomputers, mainframes, and even supercomputers, those rare and superexpensive machines used for everything from modeling weather patterns to controlling nuclear devices. (For example, IBM’s Watson, the machine that in 2011 beat Jeopardy! phenomenon Ken Jennings, is one such computer based on a PC-like architecture.) As a result, pretty much every computer that companies relied on to manage their most critical operations would adopt the internal electronic architecture of a PC writ large. All were much, much cheaper and easier to program and operate than unwieldy mainframes, because they were built out of the very same semiconductor components as PCs, and usually used a variation of the Windows operating system software. Thus they benefited from the ever-improving economics of scale afforded by the combination of Moore’s law and by the breathtaking growth of the PC market itself.
    强大的规模效应
    手机时代,我们也看到了这样的故事,ARM芯片的普及,让ARM架构有机会向上挤占PC的空间,挤占Intel

  • Throughout the 1990s, Microsoft would become the unchallenged steward of corporate computing. And corporations would welcome its standardization. In a headlong rush to improve productivity through technology, they spent trillions of dollars. In 1991, the $124 billion of corporate spending on information technology accounted for just 2 percent of the gross domestic product. By 2000, that percentage had more than doubled to 4.6 percent. The leading beneficiary of all that was Microsoft; over that same period, its revenues rose from $1.8 billion to $23 billion, its profits rose from $463 million to $9.4 billion, and its stock price appreciated 3,000 percent.
    美国企业的信息化投入,居然能占到GDP的5%,好可怕,震惊
    那对于中国来说,这里还有着非常大的机会啊!!!
    但中国基本是国企、央企,很难规模化、标准化,估计都是内耗,可能一大批份额会给三大运营商、阿里云

  • By the late 1990s, it was almost as if the Orwellian scenario of the Mac’s “1984” commercial had come true. Big Business, with a pair of capital B’s, ruled computing. The drones used what they were told. The personal had been stripped out of personal computing. Year after year after year, Microsoft’s domination increased with one inevitable and inexorable and dull step after another. It seemed that Windows might rule forever. The rise of Bill Gates was as dull as the computing he enabled. At least that’s how Steve felt about the work of his far more successful rival.
    正是因为行业如此沉闷,APPLE的新产品,才令人如此兴奋

  • All this standardization left an opening, of course. An opening for someone who preferred creating machines that delighted real people, rather than primarily serve the needs of business. An opening for someone just like Steve Jobs. At the time of our interview, Steve was still a confused fellow. His lingering resentment of the way he had been treated by Sculley and the Apple board, his frustration about the misfortunes and secondary importance of NeXT, and his egotistical need to matter in an industry whose direction was being dictated by someone else made it impossible for him then to see a way out of his dilemma. For the next few years, he would press ahead with his goal of making winners of NeXT and Pixar. But eventually he would sense his way to the opening that Gates had left behind—the opening for a company that could once again make insanely great computing machines for you and me. And when he found that opening, and made the most of it, he was rewarded with a kind of adulation that Gates would never come close to receiving.

Popular posts from 产品随想的博客

产品爱好者周刊 第21期:你好,2022!

  Products 玛拉蒂家具/座椅: https://www.maratti.com.cn/ 上海的一家办公家具供应商,公司实际坐过,非常舒服 DocuSign:  https://www.docusign.com/ 给PDF电子签名,看评价有不错的声誉 https://bridges.torproject.org/ 获取Tor网桥 塞冬: https://www.zhihu.com/people/qiancai_saidong 此人的长文分析,挺有insight,来自北大 公众号平台已沉默 客观来说,韩国有什么地方超越了日本和中国? - 塞冬的回答 - 知乎 https://www.zhihu.com/question/60428819/answer/369420091 高端造船、芯片闪存、显示技术 Design 折叠屏设计的一些思考: 10多年前互联网的网站设计: https://mp.weixin.qq.com/s/OdFjta4Wetp1p67bRrmYqw https://archive.ph/TdI1L Business & Market data 未来人口四倍于中国的非洲,我们该如何面对: https://mp.weixin.qq.com/s/7V2IgW3db1uRR3_wa8S1OQ 在数十年后,非洲也会是类似于印度、东南亚那样的机会 周深在节目中唱歌:一般2首,120W+ 一个有些违反认知的事实是,1966年的上海综合工业实力媲美台湾、香港。 https://metrics.torproject.org/userstats-relay-country.html Tor的运营系列数据 牢记:中国还是一个人均中位数年收入只有2.2万元、90%的三口之家年收入低于20万、20%的三口之家年收入低于1万8的发展中大国。 全国人均GDP尚未达到1万美元(欧洲落后地区水平),最富裕的京沪人均GDP也刚摸到2万美元门槛(欧洲中等偏下水平) 美国家庭收入中位数是42万人民币(税前),家庭税前年收入75万人民币可以打败3/4的美国家庭,120万可以打败90%,160万可以打败95%(2017-2018,基于2014美国普查数据预估,如下图) 超低生育率养成记:  https://mp.weixin.qq.com/s/C80z...

树莓派打造淡入闹钟,让电台轻轻的叫你起床

 原文地址:https://www.hscbook.com/article/raspberrypi-alarmclock/,对作者表示感谢 16年入了一个树莓派B+版折腾了一下就放在角落里积灰了,我这天天总睡懒觉的人被冰冷的闹钟吓得激醒是非常痛苦的,某天打扫房间发现了被我打入冷宫的树莓派就顺手拿出来打造成淡入闹钟+晨起天气预报+晚间电台播放。 简介 · 早上7点定时从低音量的 青苹果 电台(早上电台没有节目,只有音乐)逐步提升音量轻轻的音乐声叫你起床,3分钟后语音播放今天的天气预报,一个小时后结束播放。 · 晚上10点开始低音量播放 青苹果 电台(现在电台播放情感节目)提醒你准备碎觉了,最后一个小时候结束播放并对你说声晚安! 准备工作 必要材料 1.男/女,聪明大脑一块 2.五指手一双 3.能上网的树莓派一个 4.音响一套 安装树莓派系统 本文采用的是树莓派官方指定系统,小白of圣手党推荐使用好方便照葫芦画瓢是吧。 这里就不教了,网上一搜一大堆的教程。 ·  百度经验 ·  树莓派入手体验和系统安装 ·  树莓派入门之装系统 安装必要程序 Vlc 播放器 执行 sudo apt-get install vlc Mplayer 播放器 执行 sudo apt-get install mplayer Cron 计划任务 执行 sudo apt-get install cron 开始部署 获取代码 下载我上传的代码  Github   Coding 将 Morning 文件夹上传到树莓派的 Home 文件夹里 修改文件 申请和风天气KEY  申请地址 ,申请百度开发者语音转换a/s key  申请地址 修改 Morning/weather.py 文件第31/65行处的“和风天气KEY”替换为你的和风天气KEY 1 2 3 4 5 6 7 8 9 10 11 12 13 14 28 ... else : fp = open(fn, 'w' ) url_city = 'http...

产品随想 | 周刊 第40期:献出心脏,直到高墙倒塌

标题来自本期的一个链接,觉得充满理想主义,献给大家! Products Movie Robot   https://github.com/pofey/movie_robot 定时自动从豆瓣电影的想看、在看、看过中获取影音信息,然后去PT站(支持多家站点)自动检索种子,找到最佳资源后按豆瓣电影分类提交到BT下载工具下载。在下载前,会自动检查你的Emby中是否已经存在。 工具超赞,一次搭建,可以很长一段时间躺平,但针对我这样对4K、HDR有高要求用户,可能不大行 Plash   https://github.com/sindresorhus/Plash Make any website your Mac desktop wallpaper 将任意网站,定义为Mac桌面 https://github.com/sindresorhus/Plash/issues/1,网友给的一些网站,也比较有意思 HomeBank   http://homebank.free.fr/zh/index.php 自由、开源的会计软件 GnuCash   https://www.gnucash.org/ https://github.com/Gnucash/gnucash 自由开源,多平台的财务软件,且有很好看的官方App,since 1998 beancount   https://github.com/beancount/beancount Beancount: Double-Entry Accounting from Text Files. 纯文本的复式记账工具 rimerc: rimer's dictionary & config   https://github.com/Bambooin/rimerc Rime输入法在各个平台的配置 Natural Selection Labs   https://github.com/NaturalSelectionLabs DIYGod主导的聚焦Web3的项目,非常有雄心,保持关注! PineTab   https://www.pine64.org/pinetab/ The Open Source ARM 64-bit Tablet 自由开源的64位平板电脑(在28...

产品爱好者周刊 第7期:1984

 产品爱好者周刊 第7期 Products Procreate: 艺术创作App https://procreate.art/ 与iPad, Apple Pencil搭配,可以创作出十分绚烂的画作 Callin: a social podcasting app. iPhone only for now. 创始人是PayPal的COO,红杉A轮 The Motley Fool:  https://www.fool.com/ 查看公司财报数据电话会议纪要 Pantherbar Windows上的PopClip Rivos Inc:  https://semianalysis.substack.com/p/rivos-inc-a-chip-off-the-old-block 一家RISC-V创业公司,创始工程师团队非常豪华,都有几十年的芯片设计经验 BackUp: https://archive.md/79FWx https://poet.so/ 将Twitter转换为好看的截图(预设模板) Ventoy: https://github.com/ventoy/Ventoy U盘启动制作工具,几乎能启动所有的系统 Thread Reader: https://threadreaderapp.com/ 能将Twitter Thread转化为一个完整的网页Link,以方便按顺序查看 可以通过在Twitter里@+unroll,来触发,会得到一条私信链接 Design 台积电发展历程的可视化: https://theinitium.com/project/20210915-project-taiwan-tsmc-semiconductor-history/ 端传媒可能是最好的中文互联网媒体了 News Privateer Space:Steve Wozniak准备新开的太空公司,充满期待,这是一个热爱开源、分享的技术大师 https://www.businessinsider.com/steve-wozniak-privateer-space-company-elon-musk-apple-cofounder-2021-9 Ideas Apple's Mistake:  http://paulgraham.com/apple.html 备份链...

Steve Jobs on the iTunes Music Store: The Unpublished Interview

A candid talk with Apple's CEO on a landmark day in its history. By Laura Locke  |  Wednesday, December 7, 2011 at 1:15 am Steve Jobs announces the iTunes Music Store. On April 28th, 2003, moments before I was about to interview Steve Jobs at San Francisco’s Moscone Center, I was jittery. Anticipation? Nerves? Excitement? You bet. All of those visceral emotions were firing. Knowing Jobs’ storied reputation as an irascible and exacting Silicon Valley CEO had me on edge. But I had prepared a tight set of questions. Secretly, I was hoping he might enjoy the line of inquiry. In turn, I would have a lively and candid report for my editors at TIME. What I didn’t know was that the interview was taking place on what would turn out to be one of the most important days in Apple’s history: The launch of the iTunes Music Store. Once again, Ste...

2018各行业应届生薪资不完全样本往期汇总-职场红领巾

文章来源自职场红领巾公众号2018.4.21日推送,在此表示感谢 产品岗 百度商业产品 14K*14 拼多多产品管培 12K*14 今日头条产品 16K*18 头条PM整个Package接近300K/年 美团产品Offer 14K*16 base上海 百度产品研究生 11.5K*14.6 base 上海 京东产品17K*13 百度产品 220K/年 网易 产品培训生 硕士 15K*18 SP base杭州 不知名互联网公司校招PM 12K*15 base北京 技术岗 微软 软件工程师 本科 260K/年 蚂蚁金服算法工程师 20K*16 拼多多开发本科400K/年 商汤科技本科技术岗 14K/月 税前 海康威视研究院 算法工程师 220K/年 微信算法岗 SP 360K/年 的package 今日头条 程序员 研究生 10K/月 base北京 滴滴程序员 16K*16 亚马逊 小四年经验 研发 50K/月 Facebook应届毕业生  软件开发工程师   打包 115k$/年(30%-40%税) base湾区 京东算法 普通Offer 234K/年 运营岗 滴滴北京运营岗 硕士 12K*15 奖金另算 网易游戏运营 150K/年 左右 网易运营 8K*13(奖金0~3个月) 网易新闻运营8K/月 腾讯游戏运营 本科6K/月 上海京东时尚本科8K/月 京东运营岗 11K/月 base北京亦庄总部 今日头条 渠道营销运营 6K/月(加房补) 网易考拉 活动运营 13K*16 OFO城市运营管培13K*14 爱范儿运营 8K/月 滴滴长三角某二线城市运营管培生 薪资 7.6K*13 +每个月40%绩效 货车帮 数据运营 12K/月 卡宾电商 管培 10K/月 含浮动绩效 曹操专车 运营管培生  加各种补贴税前5.4K/月  base杭州 京东金融海龟回来8K/月 北京蓝港互动...

万物皆可RSS

All Credit to: 原作标题:可能是目前最全的RSS订阅源了 原作链接:https://www.runningcheese.com/rss-subscriptions 以下为节选: 一般网站和博客: 1). 通常在顶部菜单、右侧菜单、底部菜单等地方会有RSS图标。 2). 如果没有,可以尝试在网站地址后面加上/rss或者/feed,有时会出现在二级域名里。 3). 如果还没有,可以使用奶酪制作的小书签来自动查找RSS订阅源, 订阅到Feeder  , 订阅到Inoreader , 订阅到Feedly 4). 如果还是没有,可能网站没有提供RSS订阅。可以借用  Fivefilters.org  或者  Feedity.com 来制作订阅源。 5). 对于一些只提供了摘要RSS的网站,可以使用  FeedEx.Net  来制作全文RSS。 论坛: 一般会有 RSS 图标,如果没有,在网址后面加上 ?mod=rss。 比如网址  http://bbs.kafan.cn/forum-215-1.html ,其 rss 地址为  http://bbs.kafan.cn/forum-215-1.html?mod=rss 微博: https://rsshub.app/weibo/user2/博主ID,比如  https://rsshub.app/weibo/user2/1195230310 微信公众号: 在  瓦斯阅读  搜索要订阅的公众号名称,就会有专门的RSS订阅地址。 简书: https://rsshub.app/jianshu/user/作者ID,比如  https://rsshub.app/jianshu/user/yZq3ZV B站: https://rsshub.app/bilibili/user/video/UP主ID,比如  https://rsshub.app/bilibili/user/video/2267573 贴吧: 精品贴订阅:https://rsshub.app/tieba/forum/good/贴吧吧名(支持中文),比如  ht...

树莓派3开无线热点变身为智能无线网关(IPv4+IPv6)

原文地址 树莓派3开无线热点变身为智能无线网关(IPv4+IPv6) ,对作者表示感谢 无线上六维不是梦,折腾了两天终于终于弄好了~撒花~ 这个暑假一直在外实习,回到学校发现实验室已经没有了我的位置。。悲催的被赶到另一个实验楼,这个实验楼主要放的是各种服务器,因此IP比较紧张,以前我自带一个交换机,IP地址随便用,而且都是有线,IPv6默认都可以用,但这边我只分得一根网线,只有一个固定的IPv4的IP,倒是IPv6没有限制(不过后来测试发现还是有些限制)。对于我这么多设备根本不够用嘛。正好看到树莓派3上市了,自带wifi,CPU升级到A53,是服务器级的U了,立刻买了一个回来,当作我的网关。 这里我用树莓派搭的其实是一个NAT的路由器,把WAN的ipv4和ipv6都共享给内网LAN ,由于是在学校,我的IPv4的地址是固定的,而IPv6的地址动态分配(前缀是固定的),所以不要盲目跟着教程做。这里使用的树莓派是3代树莓派,系统是2016-09-23的raspbian jessie,板载wifi,不需要考虑驱动的问题,如果不是,那么先自行解决驱动问题,这里WAN外网是eth0,LAN内网是无线wlan0,如果接口不一致请自行替换,后面不再做解释。 准备工作 整个过程分为两步,先开IPv4的热点access point,再共享IPv6的热点access point,热点都不是采用bridge方式进行的连接。 固定IP(IPv4) 后面的树莓派默认使用dhcpcd进行ip的配置,因此网上好多关于配置树莓派固定IP的方法都是有点问题(很早的时候是配置/etc/network/interfaces), 我们现在配置dhcpcd的配置文件进行固定IP的配置 ,打开配置文件/etc/dhcpcd.conf 1 sudo vim /etc/dhcpcd. conf 里面内容不少,感兴趣可以查一下,这里直接拖到最下,根据自己的情况加入下面的内容 1 2 3 4 interface eth0 static ip_address= 211.187 .224 .79 / 24 static routers= 211.187 .224 .16 static domain_name_servers...

产品随想 | 周刊 第103期:站在艺术和科学的交会点

"If work is to become play, then tools must become toys." 30-plus years of HyperCard, the missing link to the Web   https://arstechnica.com/gadgets/2019/05/25-years-of-hypercard-the-missing-link-to-the-web/ 其中最宝贵的是这句教训:"I grew up in a box-centric culture at Apple. If I'd grown up in a network-centric culture, like Sun, HyperCard might have been the first Web browser. My blind spot at Apple prevented me from making HyperCard the first Web browser." MOVIE-WEB   https://github.com/movie-web/movie-web A small web app for watching movies and shows easily 随机搜索了下,命中率非常高,很好用诶 LunarBar 的开发   https://github.com/LunarBar-app/LunarBar/blob/main/DEV.md 用心的文档,能够看到 NeXT HQ   https://allaboutstevejobs.com/pics/pics_places/next/next_hq 可惜没有看到传说中的悬浮楼梯 Peter Q. Bohlin   https://en.wikipedia.org/wiki/Peter_Bohlin?useskin=vector 这位居然参与了这么多Apple Store的设计!!! The San Remo's board voted in 2000 to impose a six-month time limit for apartment renovations, imposing heavy fines on resid...

[海外建筑生活] MIT建筑系

原文链接: [海外建筑生活] MIT建筑系 发表于:寄托天下 2009-1-18 作者:dadazhe 前些日子和版大聊天,他让我写点关于mit的情况. 趁着寒假的尾巴,随便介绍点. mit的建筑系分为marchI marchII 和Smarch, 分别是三年半,两年半和两年. 前两这都是naab认证的,也就是说毕业以后可以考注册建筑师. smarch比较特殊,分为五个方向,你必须选择一个,分别是 urbanism, computation, theory&history, building technology, visual arts.